康宁的硅谷科技总部股票如何在长期举行的长期内留下创意，绘制40年的经验。
这是创新的非凡时间。技术变革和工业中断似乎正在加速。和数字信息网络正在链接个人，组织和国家，从未如前所述。
即使机遇增长以交流思想和跨组织边界交叉施肥的创新冲动，我们也看到了一个明显传统的东西的文艺征：企业研发部门。贝尔实验室和PARC（XELOX公司）等机构浓度曾统治着创新栖息，但许多公司研发单位因成本压力而失去了光泽，因为成本压力使得它们不那么责任，数字革命使得较小的组织能够进行大规模的创新贡献。然而，最近，新一代企业研发Powerhouses已经在亚马逊，谷歌和微软等技术领导者中出现。例如，人工智能的进展是为这些领导人创造了一套新的创新机会。
一种ll this has gotten me thinking about the lessons I’ve learned during a 40-year career in science and technology at HP Labs, Agilent Technologies, Avago Technologies (now Broadcom), and, currently, Corning Research & Development Corporation, where I serve as a division vice president and chief technologist. I believe that the forces behind the resurgence of corporate R&D departments have implications for most every company’s innovation efforts. We all need mechanisms and a culture that encourage the embrace of new technologies, kindle the passion for knowledge, and ease barriers to creativity and serendipitous advances. In this article, I’ll offer a number of ideas from my career for creating such a culture. I’ve focused on lessons that seem less intuitive, since some of the obvious ones—invest; attract talent; focus on linkages between idea development, product creation, and consumer adoption—have been covered extensively elsewhere.
获取WAGUIH ISHAK博士的提示，以在他的特色中创造创新文化麦肯锡季刊。
PDF -创造创新文化
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